Operationalizing the SCP Audit

1. Operationalizing the SCP Audit Tony Susi Director Global Technical Support

2. Agenda • Organizational Facts and Figures • Our Values and Support Methodology • People, Process, Technology • Service Strategies SCP Audit • What have we learned and how did we change • SCP Program Office • What are our next steps

3. Customer Service Facts and Figures • Global Resources ~4,500 • Field Service ~3,200 • Global Tech Support ~1,300 • Five Workgroups work in unison towards problem resolution • Knowledge Development • Symmetrix • CLARiiON • Solutions • Operations • Call Volume 6,029,301/year • 1,688,760 Assisted • 4,340,541 Unassisted

4. GTS Knowledge Development Facts and Figures • Global Resources • Responsible for GTS Knowledge Repository & Training • Provides global support to GTS Organization • Global Support Centers • Main Hopkinton, Sydney & Cork • Satellite None • The Value of Intellectual Capital • Intellectual capital' are the 'hidden assets' in a company • Merely substituting the word 'knowledge' for information is an easy out. • Very often the most valuable knowledge that an organization has is in the heads of its people.

5. GTS Symmetrix Support Facts and Figures • Global Resources • Responsible for Symmetrix support • Provide 24x 7, “Sun Never Sets” support • Global Support Centers • Main Hopkinton, Sydney, Cork • Satellite Tokyo, Japan • Two Levels of Support • Level 1 = PSE lab • Level 2 = Tech Support 2

6. GTS CLARiiON Support Facts and Figures • Global Resources • Responsible for CLARiiON support • Provide 24x 7, “Sun Never Sets” support • Global Support Centers • Main Hopkinton, Scoresby, Bangalore & Cork • Satellite Duluth, Ga • Two Levels of Support • Level 1 = Software Support Engineers (SSE) • Level 2 = Tech Support

7. GTS Solutions Support Facts and Figures • Global Resources • Responsible for Software, Networking, CAS & NAS support • Provide 24x 7, “Sun Never Sets” support • Global Support Centers • Main Hopkinton, Sydney, Bangalore & Cork • Satellite Duluth, GA, White Plains, NY, Alexandria, VA, Scoresby, Australia • Two Levels of Support • Level 1 = Solution Support Center (SSC) • Level 2 = Tech Support

8. GTS Operations Facts and Figures • Global Resources • Responsible for GTS operations and metrics • Provides global support to GTS Organization • Global Support Centers • Hopkinton, Sydney and Cork • Satellite None • Main function includes: • Business Planning • Reporting and Analysis • Operational/Financial Metrics • Six Sigma Initiatives

9. Global Technical Support Inside the DNA • Customer Satisfaction • Without this nothing else matters • Time To Response • Pick up the phone, grab the case, get to the customer • Time To Relief • Get them back into production • Time To Resolution • Find out what happened and provide the long term solutions • Continuous Improvement • Never rest when it comes to becoming better

10. Global Technical Support A World-Class Global Support Model • Customer satisfaction is the driver of EMC Customer Service • EMC Customer Service is measured, goaled, and compensated on customer satisfaction • “Guilty until proven innocent” • Support Centers work in unison to provide Sun Never Sets model • Mission Critical Support Star Award 4 years • SCP Certified 6 years

11. Vision & Mission Vision • The Global Technical Support organization’s vision is “To deliver the industry’s highest levels of customer service using expert technical knowledge and providing this on a globally consistent basis”. Mission • We will accomplish this vision through our people, our processes and our technology. Vision Defined: A picture of the future you seek to create, described in the present tense as if it were happening now. A vision statement shows where we want to go, and what we will be like when we get there. Vision give shape and direction to the organizations future.

12. People, Process, Technology How else would we explain it? Our People • We hire, train and retain the best and brightest personnel in the industry who emphasize customer satisfaction, innovation, sense of urgency, professionalism, drive for knowledge, teamwork, and technical expertise.

13. People, Process, Technology How else would we explain it? Our Processes • We continually improve our processes in order to deliver efficient and effective customer service with emphasis on global consistency, collaboration, career development and continuous improvement.

14. People, Process, Technology How else would we explain it? Our Technology • We implement the latest innovations and leading edge developments to facilitate the execution of our support strategy and our unrivaled focus on customer satisfaction.

15. SCP Audit Report • Provides insight to service center competencies • We were not taking full advantage of this “free” advice. • How to develop and maintain continuous improvement • Definition and implementation

17. Global Technical Support (GTS) SCP Program Management Office (SCP PMO) • Who • Kathy Feasel -Business Operations Analyst, GTS Operations • John Goulding -Senior Director, GTS Symmetrix • Ed Jones -Senior Director, GTS Solutions • Amy Pixley -Program Manager, GTS Operations • What • Operationalize the findings from the Audit • Remove the yearly audit fire drill • Use findings for changing the business • Use the tools available (meeting with other companies, etc…) • Change our processes with initiatives in Global Technical Support • When • Weekly mtg • Monthly Directors update • Every other month mini-audits • Quarterly Review

18. Global Technical Support (GTS) SCP Program Management Office (SCP PMO) • Beneficial on going focus on improvement • Incorporating findings and feedback into daily process and procedures • Management and coordination of annual audit • Driving best practices that: • Improve communications within and between organizations • Reduce , eliminate redundant processes • Provide a consistent reference for on going policy and procedure • New websites and e-rooms

19. SCP Where we are headed • We plan to have the dedicated resources in the GTS Ops Group take recommendations from the current Audit and turn them into Projects to better the business • Structured approach to incorporating Best Practice improvements • Accomplishments so far: • SLAs have been posted for our customers on Powerlink – Welcome Kit • We have addressed the need for Internal prioritization of calls: CDP • Staff and Productivity Measures: Balanced Score Card per person/team • Career Development Maps by KDG • Things to address: • The need for a comprehensive DR Plan • Case Auditing • Customer Relationship Management: Complaint Database • Skills based routing

20. 2004 Audit Big Hitters Some examples of how findings became changes • Training • CSAT Process • Severity Scheme • Staff and Productivity measures (Reporting) • Tool Management

21. Y X 2004 Audit Big Hitters Training • Training was identified for improvement • Training maps were created by job function by Knowledge Development Group (KDG) • Individual Development Plans (IDP’s) update frequency changed • Days per year of training changed from 10 to 25 days

22. Input Output Input Input 2004 Audit Big Hitters CSAT Process • CSAT Process undergoing major changes at EMC • Using the theory of Neural Networks Analyzing patterns of customer survey information and then identifying the areas of business that have the greatest leverage on overall satisfactionwith EMC. Then guide us to learn why customers are dissatisfied, not simply what they are dissatisfied about.

23. 2004 SCP Audit Big Hitters Severity Scheme • Severity scheme • Internal prioritization of calls • Setting customer expectations with SLA • We thought we were good at this… • Under further review due to SCP Audit Report we found: • We had slipped in this area • We needed to standardize the message to our customers • We needed to consistently deliver the message to our customers

24. 2004 SCP Audit Big Hitters Severity Scheme • What corrective action did we take? • We implemented keyboard macros (AIM Keys) to help the Engineers deliver a consistent message globally • We introduced training to every individual, managers included • We focused on the behavior to improve the outcome • We monitored, measured and corrected as necessary • What are the results? • Improved customer satisfaction because there is a consistent method of communication

25. 2004 Audit Big Hitters Staff and Productivity Measures (Reporting) • Daily Exception Reporting • Sent out to everyone in the organization • Posted online • Balanced Scorecard per team per geo • Online and open to all at EMC • Tabulated monthly • Ability to see each team by geography • Buttons allow for easy trending/graphing

26. 2004 Audit Big Hitters Tool Management • Access changed to bring closer to Engineer • Tool forums created & monitored • Tool team formalized

27. 2005 Results Key Performance Indicators • Metrics updated daily and kept online • Everyone inside EMC can see the metrics • Despite increase in call volume • Average Close Time has decreased • Number of escalations has stayed flat

28. Support Center Practices Certification (SCP) • Best Practices Certification • Why? • We continually improve our processes in order to deliver efficient and effective customer service with emphasis on global consistency, collaboration, career development and continuous improvement. • Certified 6 years in a row • We are about to complete our 7th Annual Audit! • Hop Oct 24th – Oct 26th • Cork Oct 27th – Oct 28th • Sydney Nov 14th – Nov 15th